Future plans Dr John Alexander, Clinical Lead
PiP Business Plan 2020 PiP Business improvements: Wide paediatric support: Move towards PiP as a CiC, ensuring all legal and financial Establish PiP as a single point of information/ expertise of structures are established knowledge/ library of intelligence around paediatric care provision Website development - uploading all key documents & developing network forum areas Nurse Leadership – Supporting national event; education and support through PSNF Event management – moving towards a more transparent and efficient system Guidelines that are used across the region – including development of new guidelines as required by its members Improved narrative & sharing of PiP’s achievements – series of stories of what has been done and the resulting impact/ Development of paediatric commissioner forum feedback Specialist areas/ focus: Outputs: Continue support for existing specialist clinical networks (of Nurse staffing tool – spread to community various maturity) Guidelines – move towards app; new guidelines; use of Inclusion of LTV Network & ?National CDOP guidelines within tertiary centres Scoping meetings with a range of other existing networks to see Network specific outcomes what the need would be from them in terms of PiP support; current configuration; simple details on website
What does the future look like? there are known knowns; there are known unknowns; unknown unknowns; And if one looks throughout the history, it is the latter category that tend to be the difficult ones
What does the future look like? Staff issues Organisational issues Patient issues Regional/National issues
How can PIP help • Networks may help in dealing with the difficult situations – Share ideas, learn quickly, implement – Use organisational memory to help deal with new problems • Guidelines – Uniform, regularly updated • Need to be a bit more agile and inclusive
How can PIP help • Provide the link between – Clinicians – Trusts – Nhse – Primary /secondary / tertiary car
PiP Business
Finance Balance • Switchover of accounts to BCHC from 1 st Opening balance £30,000.00 April 2020 Total cleared balance 20/21 £30,000.00 • Small nominal amount of income still to be Total balance (inc uncleared) £62,238.10 transferred from UHDB Income Total cleared £0.00 • Uncleared income relates to membership Total uncleared £38,873.30 payments where PO Number received, as Total combined £38,873.30 follows: o Outgoing George Elliot o East Cheshire Total cleared £0.00 o South Warwickshire Total uncleared £6,635.20 o Sandwell & West Birmingham o Birmingham Women’s & Children’s o Robert Jones Agnes Hunt o Dudley CCG o Royal Wolverhampton o Midlands Partnership o Worcester Health & Care • All other membership payments remain outstanding for PO/payment
The New Normal Andrew Hughes, Chair
#TheNewNormal • A different social contract between the public and their services • Increased expectation on immediacy and personalisation • Decision-making versus decision-taking • (At Board level) a greater acceptance of reassurance above assurance • Serious sustainability concerns for the social sector, just when we need them most • Investment in ‘community’ • Resurgence in the power and value of networks • System not organisation @TheChangeGuv
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